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We use Kaizen, the Japanese philosophy to transform institutions, by creating a culture of teamwork for fulfilling objectives, overcoming obstacles, and leading by example, while placing continuous improvement at the core of the institution's activity.


Proven methodology for creating systems of continuous improvement

Arrowad System for Institutional Excellence (ASIX™), provides enablers for institutions interested in cultivating benefits of institutional excellence in four dimensions: culture, process improvement, alignment, and results. ASIX™ is supported by proven research results and it is applied in a number of institutions in the public, private and non-profit sectors.


We us a holistic approach to implement ASIX™ in all types of organizations. First, we review the organization’s charter and strategy via the Hansei process to reflect on the current performance, and how the organization will look like after the successful ASIX™ implementation. Then, we draw the breakthrough projects' roadmaps and develop the maturity assessment framework in the four dimensions of excellence. Next, we divide, prioritize and execute improvement towards the targeted state into cycles, and we apply the maturity assessment framework at the end of each cycle to depict the maturity of the excellence culture within the organization to ensure steady progress towards achieving the goals. Finally, we establish a standard root-case analysis and review structure to determine the level of the organization's success in achieving the objectives of the action plans, and the necessary countermeasures and corrective actions.

  • Examining the organization's charter and strategy, as well as its current performance, using the Hansei process.
  • Establishing a mission control center, selecting ambassadors of excellence, organizing teams, establishing a robust communication and change plan, and planning upcoming activities.
  • Identifying current methodologies in the four dimension of excellence (corporate culture, continuous process improvement, organizational alignment, and maximizing results).
  • Examining strategic opportunities and options resulted from the application of the strategic processes (market analysis, change forces, innovation, operational excellence, etc.)
  • Verifying data: SWOT analysis, gap analysis, and stakeholder requirements analysis.
  • Defining what the organization will look-like when its strategy is successful, identifying the strategic initiatives, options, critical issues, success factors, competitive advantages, and the organization’s ecosystem.
  • Analyzing key value streams and deriving breakthrough targets.
  • Determining the future vision and drawing visual maps showing areas of possible improvement.
  • Defining improvement priorities that ensure steady progress towards achieving the future vision, and preparing the Hoshin matrices, plans and implementation structure.
  • Preparing and publishing Hoshin matrices and execution plans down to action points using a catchball process.
  • Organizing kaizen events to prepare visual maps in the mission control center in preparation for implementation.
  • Dividing the breakthrough goals into annual goals and then cascading into lower-level Hoshin matrices.
  • Developing the maturity assessment framework based on the best practices in the scope of the project (eg: EFQM, KAQA, ISO, eGDI, etc.)
  • Designing the first version of the Sustainability Program.
  • Arranging improvements priorities into cycles that are carried out consecutively.
  • Applying the Maturity Assessment Framework in the areas of institutional excellence at the end of each cycle.
  • Reviewing results of the current improvement cycle to analyze incomplete objectives.
  • Improvement cycle are carried out with the assistance of excellence ambassadors who serve as shadow consultants.
  • Full deplyment: Building the capacity of the excellence ambassadors to participate in the implementation independently at the enterprise level.
  • Using the Maturity Assessment Framework to depict a full picture on the maturity of corporates culture of excellence.
  • Improving the sustainability program based on the results of the current improvement cycle.
  • Reviewing improvement priorities and deployment roadmaps for the upcoming improvement cycles.
  • Developing an audit system to test objectives, risks, counter-measures and corrective actions on a regular basis.
  • Developing the deployment follow-up structure: A standard methodology in measuring the organization's success in achieving the objectives of action plans and corrective actions.
  • Preparing the final version of the sustainability program, laying the foundations for running the program in order to sustain progress towards achieving the future vision.
  • Verifying the validity of the results by using reliable methods for determining causes of poor results and in examining the processes that lead to these results.
  • Creating a foundation for change and continuous improvement by applying the D3 Change Model as a base to achieve results.
  • Building capacities of local teams in topics of planning, implementation, institutional excellence, continuous improvement, and working the kaizen way, using the final version of the sustainability program.
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